The first of its kind—a Value Stream Mapping book written for those in service and office environments who want to improve their operations. Value Stream. Martin and Osterling have created the new bible for value stream mapping. The book is full of tips and lessons learned to help you avoid mistakes and. niribopaca.ml: Value Stream Mapping: How to Visualize Work and Align Value Stream Mapping and millions of other books are available for instant access.
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Editorial Reviews. About the Author. Karen Martin is president of The Karen Martin Group, Inc., The first of its kind—a Value Stream Mapping book written for those in service and office environments who need to streamline operations. Books shelved as value-stream-mapping: Essentials of Lean Six SIGMA by Salman Taghizadegan, Learning to See Version by Mike Rother, Value Stream. Book Description. Align your leadership team to deliver the highest possible value to your customers. Too many organizations today suffer from silo-centric.
Creating maps with no metrics - Without a measurement or baseline, companies cannot show whether they have improved or declined in performance. Before value stream mapping can begin, the organization needs to establish a structure for mapping activity.
The book recommends value steam mapping structure is a three-phase approach: Phase 1. Setting the Stage and Enabling Success Before establishing value stream mapping, organizations need to set the stage. Proper planning is essential to value stream mapping—without it the activity will not succeed. Planning makes certain leaders of an organization understand the benefits and the process of value stream mapping.
Also, the organization as a whole needs to understand the reasoning behind any substantial changes brought by value stream mapping. Planning must have a charter which develops a consensus for the project by clear communication.
10 Key Steps to Master Value Stream Mapping (VSM) for Software Delivery
The following steps are recommended in the planning process: Lay the groundwork- Involving as many of the organizations' leaders as part of the value stream mapping and a value stream mapping need to have a comprehensive understanding of the process. Develop a value stream mapping charter-A value stream map charter is used as a tool for communicating a plan and build consensus among team members. A charter has various components, but a few are: Current state problems and business needs: The organization has to state what their goals are and agree on what needs to be done to improve or change to meet goals.
Logistics: This portion of the chapter discusses the time and dates for the mapping activity and meetings as well as the location.
Benefits: Listing the benefits to both the customer and organization will add need and clarification for value stream mapping and reduce opposition.
Agreement- the final portion of the charter which is the signature section indicating support for the document. Socialize the value stream mapping charter - Martin and Osterling use the term "socializing" instead "communicating", because they want to make the distinction that socializing Is much more involved, requiring engaged dialogue and understanding among leadership.
Value Stream Mapping
Collect Data- Data collected is dependent on the industry and the goal of the organization, but it needs to be collected to help compare and forecast future results and goals. Phase 2. Understanding the Current State and Designing the Future State The second phase of value stream mapping is understanding the status quo or the current state of the organization.
Organizations have difficulties improving work processes when they do not have a clear understanding of how the current work is being done. Observing and researching the value stream in real time is vital. Steps to the documentation of the current state include: Walking the value stream- Team members must physically "walk" through the work process, before creating the current state map.
The team members must have the first-hand observation of the workflow and understanding the sequences that make up the organization. The next section outlines the steps for completing a value stream analysis, creating a current state map, developing future and ideal state maps, and ultimately carrying out a lean plan.
These steps are best practices for VSM and provide organization to value stream analysis, hopefully leading to the best possible outcome: an efficient and integrated material and information flow system.
Identify the product or product family to be studied and improved. You typically put together a team to do the mapping and analysis, depending on the size of the initiative.
If inexperienced, the team will need training in VSM. Some larger companies may have a value stream manager. You could use A3 analysis of root causes to do this.
Bound the process, which means determining the limits or scope of your map. Or are you starting with one problematic part of the value stream? Now, do the VSM walk, as outlined in upcoming steps Walk or directly experience the process steps and information flow required to put out the product or service.
Some veteran practitioners do the walk in reverse, starting with the customer. You might do the walk multiple times to gather more information, filling in any gaps.
In lean manufacturing, all of the steps might take place in a single location that inventory enters and then leaves. Collect process data on your walk. This is where you start evaluating the performance of each step of the process. All of these could result in finding efficiencies and cutting waste.
Add that process data to the data boxes of your Value Stream Map. Evaluate the process steps. You also use data boxes for this information. You might just ask the customer if he cares whether a step is left out.
This often ties in with analysis of constraints, bottlenecks, excess capacity and excess inventory. This has been key to Toyota production over the years.
Map the movement of the product and information flows. Look for three key things: a Flow vs. Once the changes are decided upon the group create a future state map that will reflect the value stream after the changes are made, and add the target metrics that they expect with the new flow.
They might go back to the gemba to review it and then show the result for supporting collaborators, and that's the end of day two. On day three they will go back to the future state map and document the list of changes they expect to make, assigning owners, defining timelines but NOT going into details of "how" they will be implemented, the implementation part is up to the people that will actually do the work, the mapping exercise will provide them with the goals and a vision of how their changes will impact the system.
After that the mapping exercise is finished. As the authors say, after the mapping is when the rubber meets the road, and while they have some prescriptions on how to approach the execution, they are far from prescriptive, they leave it as an exercise for the readers, and that's the "let down" of the book, because the planning part is "simple", if insightful and practical, but I fear that the execution is the real problem.
Popular Value Stream Mapping Books
The authors aren't naive and they are aware of this "limitation", and offer some references throughout the book to guide people to learn how to do the rest, but that's it.Visualizations in the Real World Staying competitive in business requires consistent process improvement and monitoring.
Walking the value stream a second time- After the process is chronologically laid out, the second walk is done.
Planning must have a charter which develops a consensus for the project by clear communication. You will also find that a single company may have several different value streams.
One example would be to address a high volume of items in a work queue, to reduce it to a more manageable level, or any number of other issues. There is often a psychological benefit to the process as well.
Design a future state that enables outstanding performance on all fronts. Summarizing the map- The team finalizes the map which illustrates a timeline showing the present workflow speed, amount of work, and resources used.